Annual Report 2005–06
Output 2 - Child Support Agency: Management and accountability
Page contents:
- Corporate governance
- Internal scrutiny
- External scrutiny
- Our people
- Remuneration
- Resource management
Corporate governance
This section reports on aspects of CSA’s corporate governance that function in addition to the core department’s governance arrangements described in Output 1—Core department: Management and accountability.
The CSA General Manager is accountable to the Secretary of the Department of Human Services for the overall performance of the agency, including its financial and risk management. The General Manager and Secretary meet regularly to ensure effective oversight and early identification of strategic issues, some of which might potentially involve or impact on other Human Services agencies.
Committees
To assist in the effective governance of CSA, the General Manager established new governance committees in 2005–06. These are set out in Table 5. The new committees reflect changes in CSA’s National Executive structure introduced during the year, particularly the re-alignment of reporting relationships for the former Regional Registrars (now State Managers).
Internal scrutiny
Internal audit
Each financial year, CSA undertakes a planned series of compliance, operational and quality audits of its operations. Internal audits are generally performed by CSA’s internal audit providers—Ascent Governance, CSA’s Legal and Quality Assurance team and CSA’s Governance, Risk Management and Internal Audit team.
In 2005–06, CSA audited the following operations for quality:
- change of assessment processes
- stage 2 registrations
- compensation
- discharge of arrears procedures
- employer withholding
- objections.
These quality audits provide CSA with a framework to monitor its performance against procedural instructions as well as to evaluate the quality of our decision making under the child support legislation generally. They are conducted by CSA’s Legal and Quality Assurance team. While each audit has specific findings, they generally confirm that, where staff adhere to procedural instructions, there is a corresponding increase in the level of correct decision making. Where low levels of compliance with the procedures are found, recommendations focus on improving the instruction or making it more accessible to staff. Other common areas for improvement are documentation by staff and meeting designated timeframes.
CSA also completed compliance and operational audits and reviews in 2005–06 of the following operations:
- compliance with the Financial Management and Accountability Act 1997 (FMA Act)
- Comsuper delegations, as required each year by the boards of the Public Sector Superannuation Scheme (PSS) and the Commonwealth Superannuation Scheme (CSS)
- attendance and leave.
Other audits commenced but not concluded in the financial year were audits of processes relating to the following procedural instructions:
- additional change of assessment procedures
- objections
- care procedural instructions.
An independent audit into CSA’s privacy environment was conducted by an external company, Aulich & Co., who also provided training and awareness raising.
No major control weaknesses or material risks were identified in the above audits, although all audit recommendations identified opportunities for continuous improvement. These recommendations will be tracked to ensure improvement strategies are implemented.
Internal managers complete a twice-yearly governance and performance survey of the operations of areas under their responsibility. This self-assessment process ensures that managers and their staff understand the framework within which they work and against which they are required to report.
CSA also continuously monitors publication of the Australian National Audit Office (ANAO) better practice guides and audit reports to ensure that compliance and best practice are maintained.
Risk management
Risk management is an integral part of CSA’s strategy and planning processes. CSA’s business planning framework as well as its guidelines for project management and procurement integrate the assessment, treatment and monitoring of risk as core business activities.
Monitoring of risk management occurs through:
- regular monitoring of outcomes by the CSA National Executive
- regular review by the CSA Risk Management Committee and Change Steering Committee
- activities of internal audits
- program and contract management by line managers.
CSA continues to work towards an integrated approach to risk identification and management in all aspects of its business. The risk management methodology used by CSA is largely based on the Australian – New Zealand risk management standard AS/NZS 4360:1999.
Fraud prevention
CSA’s fraud prevention activities range from raising staff awareness of fraud by means of training and fraud control planning, through to the investigation and prosecution of allegations of serious staff misconduct and internal or external fraud.
CSA’s fraud awareness training is delivered to CSA staff both face to face and via an e-learning package. The training includes information modules on security, fraud awareness, ethics and privacy issues. CSA also has policy and guidelines that are easily accessible to all CSA staff via the agency’s intranet, C3.
CSA’s latest fraud control plan was completed in 2005–06, as required under the Commonwealth Fraud Control Guidelines .
The Fraud Prevention Section investigates and responds to all allegations of fraud and/or serious misconduct by CSA employees. On occasions, the CSA needs to work with other agencies—such as law enforcement agencies—to fully investigate the allegations. CSA views breaches relating to fraud and privacy very seriously.
In December 2005, CSA finalised the transition of the fraud prevention function from the ATO to an in-house capability. Since then, 77 allegations involving serious misconduct and/or criminal activity by staff and 13 allegations of external fraud committed by CSA customers were received. Of these 90 allegations, 14 were unsubstantiated, 13 were referred to management or other agencies for action including possible disciplinary or criminal proceedings, seven staff either resigned or were dismissed, 12 staff were sanctioned under the Public Service Act 1999 and a further 44 allegations are still under investigation.
Security
In 2005–06, a total of 967 security incidents were reported. This represents a slight increase compared with the 922 security incidents reported during 2004–05. Security incidents reported during the 2005–06 reporting year included alleged theft in the workplace and threats of assault to other customers, staff and third parties by CSA customers. Also included were threats of self-harm and/or harm to children. The slight increase in the reported number of incidents is due to CSA’s increased focus and education of staff on the importance of reporting security incidents.
CSA’s security environment requires constant monitoring and regular review. CSA continues to use the Protective Security Manual (PSM) as the basis for security strategy and has reviewed security policy and procedures with respect to the 2005 PSM release. In 2005–06, CSA conducted formal security assessments of buildings, off-site records storage, facilities for the destruction of classified information and security surrounding CSA’s community information sessions, which are public forum meetings held across Australia in public venues and attended by staff, CSA customers and the general public.
An independent security risk assessment of customer contact areas was conducted by the Australian Federal Police.
Since the publication of the DHS Annual Report 2004–05, CSA has combined the Security, Fraud Prevention and Records Management teams into one section. This allows for an integrated approach to CSA’s integrity framework.
External scrutiny
Privacy
CSA has a strong commitment to protecting its customers’ privacy. CSA has a national network of privacy officers, who collectively ensure that concerns of customers and staff in relation to privacy are addressed quickly and efficiently.
Privacy compliance and awareness is among the topics covered in staff induction and other training programs. In 2005–06, CSA required all CSA staff to attend a new national training program on privacy awareness. As at the end of June 2006, more than 88 per cent of staff had attended this training. This mandatory training will continue in 2006–07 until all staff have attended. Awareness in relation to privacy is also reinforced regularly via staff communiqués on the CSA intranet.
Most privacy concerns and potential breaches of privacy are resolved internally without going through the channel of a formal complaint to the Office of the Privacy Commissioner (OPC). Indeed, the OPC encourages complainants to attempt to resolve their issue with CSA before making a formal complaint to the OPC and the OPC undertaking a formal investigation of the complaint.
Over recent years, the OPC has experienced a significant increase in the number of complaints going to that Office resulting in some delays in its ability to formally investigate complaints and refer these to agencies such as CSA. To assist with this, the OPC has implemented a process whereby it refers complaints to an agency, such as CSA, prior to formal investigation. This process is known as early referral. In 2005–06, as in the previous financial year, CSA accepted early referrals from the OPC of complaints, prior to the OPC initiating investigations of five new matters. Three of these were finalised during the year, while one progressed to a formal investigation by the OPC, and one is currently pending.
In 2005–06, the OPC began a total of five formal investigations into CSA-related matters. The investigations into these complaints had not been completed at the end of the financial year.
Customer compensation and waiver of debt
The Compensation for Detriment caused by Defective Administration Scheme (CDDA Scheme) is an administrative scheme, established in October 1995, to enable Commonwealth agencies to compensate people who have been adversely affected by the defective actions or inactions of agencies but who have no other avenues to seek redress.
In 2005–06, CSA finalised 142 claims for compensation. Forty-one offers for compensation were made, and 26 of these were accepted. Compensation of $41,252 was made under the CDDA Scheme (compared with $16,757 in 2004–05), and $39,706 was paid in payments for legal liability (compared with $514 in 2004–05). These figures include payments offered in previous financial years and accepted in 2005–06.
The FMA Act provides that, under certain conditions, the Minister for Finance and Administration may waive the Commonwealth’s right to payment of an amount owing to the Commonwealth. Under this provision, the CSA may consider requests to waive child support debts and refer these to the Minister for Finance and Administration for a decision.
During this financial year, CSA finalised 70 requests for waiver of debts. The Department of Finance and Administration waived 55 of those debts, totalling $236,333 (compared with $70,542 in 2004–05). CSA has experienced a steady increase in the number of waiver requests received from customers over the past four years. Requests for waivers of child support debts most commonly arise upon the death of a carer parent where the care of the children is transferred to the surviving parent.
The Minister for Finance and Administration has the discretion to make act of grace payments to persons who may have been unintentionally disadvantaged by the effects of Commonwealth legislation and who have no other means of redress. One act of grace payment, for a total of $1,296, was made during the reporting year (compared with $519 in 2004–05).
Complaints to the Ombudsman
The Ombudsman received 1,927 complaints about CSA in 2005–06, a slight decrease compared with 2,015 in the previous year. The Ombudsman finalised 1,969 complaints in 2005–06. The number of instances in which the Ombudsman identified an agency defect decreased in 2005–06, from 130 in 2004–05; however, due to a recent change in the manner in which the Commonwealth Ombudsman categorises and stores data in relation to complaints, the Commonwealth Ombudsman will not be reporting on these numbers for 2005–06.
CSA draws valuable lessons from issues raised through the Commonwealth Ombudsman and uses these lessons to improve the quality of the service it provides to its customers. CSA has a good working relationship with the Ombudsman and works pro-actively with the Ombudsman throughout the year to manage complaints in a fair and effective manner.
Australian National Audit Office
In addition to the 2005–06 annual financial statement audit, CSA participated in the following two ANAO reference audits.
ANAO Performance Audit Report No. 26 2005–06, Forms for Individual Service Delivery
CSA was one of four agencies participating in this audit. The objectives were to:
- distil the practices adopted in the selected agencies that contributed to better form design and communication
- provide feedback about the useability, delivery and receipt of selected forms and the effectiveness of the processes and practices underpinning them.
The ANAO made one recommendation for improvement in the useability of forms, particularly those issued by Human Services agencies. However, the audit recommendation and suggested approaches to characteristics, design and review of forms presented in the report are commended to all agencies that use forms for service delivery to individuals. Following this audit, CSA took action to improve more than half its forms to meet ANAO recommendations and it continues to review the remainder.
ANAO Performance Audit No. 22 2005–06, Cross Portfolio Audit of Green Office Procurement
The objective of the audit was to assess and report on the progress being made by agencies subject to the FMA Act and entities subject to the Commonwealth Authorities and Companies Act 1997 in realising value for money from the procurement process, with a specific focus on buildings, services and products using ‘whole-of-life cycle’ assessments, and in the consideration and management of environmental impacts in specifications and contracts. The emphasis of the audit was on ‘green office’ procurement and sustainable business practices, and value for money within this context. As such, the audit report provides a status report on the implementation of ecologically sustainable development (ESD) within the office environment of the Australian Government. CSA is currently implementing an Environmental Management System (EMS) based on Australian–New Zealand standard AS/NZS ISO 14001: 1996 and is taking into consideration the recommendations arising from this audit.
Our people
As at 30 June 2006, CSA employed 3,449 people (including employees on long-term leave) under the Public Service Act 1999. More details about staffing are available in Appendix 1 of this report.
Human resource management
In 2005–06, CSA’s primary human resource management focus has been on reducing its workers’ compensation premium and unplanned leave. Consequently, the following key strategies held priority:
- pro-active management of attendance
- enhancing occupational health and safety and injury management practices
- enhancing the capability of managers and team leaders
- promoting workplace diversity.
Various management tools were developed, including:
- a Team Leader Resource Kit designed to support managers to build performance and wellbeing
- periodic performance reports on injury management and workers’ compensation
- an attendance scorecard that highlights individual work area performance against set targets.
CSA has been working with the core department, Comcare, CRS Australia, Health Services Australia, and other Human Services agencies to enhance its leave and workers’ compensation management practices.
In 2005–06 CSA established an in-house Rehabilitation Case Management capability which has contributed to achieving a 23 per cent reduction in the number of compensation claims involving five or more days incapacity compared to 2004–05.
CSA reduced unplanned leave from 17.86 days per full time equivalent in 2004–05 to 16.27 days in 2005–06, that is, by more than 1.6 days per staff member.
CSA has also invested in the planning and preparation to develop CSA’s learning and development capacity and capability, especially for team leader and manager development. This will be critical in the effective support of CSA’s change program.
Remuneration
Certified Agreement
The Child Support Agency Certified Agreement 2005–07, Balancing Performance and Wellbeing, has been in place since its certification on 16 March 2005. The agreement has a nominal expiry date of 15 December 2007.
The number of CSA staff employed under the Certified Agreement and their salary ranges are set out in Appendix 1. The agreement offers the following non-salary benefits:
- Flexbank, which provides for the accrual and storage of flex-time during CSA’s peak business season and the conversion of up to five days of accrued flex-time annually to cash
- flexible working arrangements, including regular part-time agreements, regular-hours agreements, flex-time and time off in lieu
- study support
- Christmas–New Year close-down.
Australian Workplace Agreements
Australian Workplace Agreements (AWAs) are offered to all Senior Executive Service (SES) officers and all Executive Level (EL) officers. Offers of AWAs are also made to other officers as individual circumstances arise, particularly in recognition of specialist skills and knowledge.
CSA AWAs link individual performance to the achievement of corporate objectives and to pay outcomes, including payment of performance bonuses.
The number of CSA staff covered by AWAs and their salary ranges are set out in Appendix 1.
Performance pay
Total performance bonus payments to SES and Executive Level staff for performance during 2004–05 are set out in Table 6.
| Level | Staff eligible | Staff paid | Amount paid ($) | Average ($) |
|---|---|---|---|---|
| EL 1 | 6 | 5 | 18,237 | 3,647 |
| EL 2 | 50 | 32 | 156,412 | 4,888 |
| SES Band 1a | 7 | 7 | 0 | |
| SES Band 2a | 1 | 1 | 0 | |
| SES Band 3 | 1 | 0 | 0 | |
| Total | 65 | 45 | 174,649 |
a Deferred Salary Payment of 6 per cent of salary. Range not disclosed to protect privacy.
Learning and development
In 2005–06, CSA invested approximately $800,000 in training activities for staff using external service providers. In addition, a range of learning programs were developed and delivered internally in order to meet special requirements.
During 2005–06, a guideline on training product development was established. The guideline outlines the standards for all national training products to ensure that national consistency and quality standards are met.
Business coaching is a program dedicated to building customer service teams’ technical proficiency. Priorities are analysed at national, state and business-process levels to ensure an integrated approach that aligns business coaching with current and future organisational needs. Business coaches receive formal training to effectively deliver one-on-one support to staff.
All new staff undertake a CSA induction program at each site either via a six-week entry-level training program (ELP) or on an individual basis. The induction includes an overview of CSA structure, legislation and systems and is also supported by self-paced learning modules.
During 2005–06, the induction program was reviewed and further developed to include support materials for local managers. The review has resulted in the establishment of a workshop for all new starters and covers all core corporate governance modules.
In the 2005–06, approximately 440 new customer service officers (CSOs), or 70 per cent of new recruits to CSA, participated in the ELP. The ELP introduces new recruits to CSA’s culture and to the work processes involved in delivering services to customers.
CSA uses a range of strategies to enhance the leadership capability of staff at team-leader level (CSO Level 6) and above.
In 2005–06, leadership development provided for team leaders included targeted staff management initiatives designed to meet business performance outcomes, technical training and staff performance management training. Team leaders are also supported by individually tailored development plans.
Learning opportunities for both Executive Level 1 and Executive Level 2 staff included services provided both internally and externally. External development opportunities were predominantly accessed via the Australian Public Service Commission (APSC) leadership programs; they included subjects related to corporate governance, legislation, leadership and management, and career development.
At the SES level, a range of external development opportunities such as executive coaching and leadership programs were also accessed throughout 2005–06.
Workplace diversity
CSA developed a new Workplace Diversity Plan 2006–2008, which was launched in March 2006. This plan includes measures to ensure that CSA works towards a culture of diversity, and supports people with particular needs. CSA has already met some of the measures of this plan, and is progressing well on many others.
All formal communication and training in CSA utilises inclusive language, and visuals and other media as appropriate to the participants. Where possible, training is provided in more than one format to overcome accessibility barriers. Special needs of participants, such as a disability or language barrier, are taken into account on a case-by-case basis.
As part of the DHS Indigenous Employment Taskforce, CSA has developed strategies to recruit Indigenous people through the APSC Indigenous Graduate Program, Indigenous Cadet Program and Indigenous Trainee Program.
Internal communications
Over the past twelve months, the need to update staff on major Australian Government initiatives—changes to family law, Welfare to Work initiatives and the two reform programs (BBCSA and CSSR)—has required CSA to significantly enhance its internal communications framework.
Internal communication plan
During 2005–06, CSA developed and implemented an internal communication plan, which incorporates a strategic approach for all areas of CSA. It is anticipated that this plan will form the basic blueprint for all internal communications over the next four years, as CSA faces many challenges that include legislative, structural, and cultural changes. The communication strategy aims to ensure relevant, timely, consistent and coordinated internal and external communication activities.
The internal communications framework has two key objectives:
- to improve internal communication processes
- to deliver best-practice communication to support the cultural change program, optimum delivery of CSA outputs, and achievement of internal priorities.
The strategy aims to:
- determine the range of multiple two-way communication channels through which staff can obtain information and deliver feedback/input
- promote face-to-face communication as the most effective communication channel
- ensure messages are delivered consistently CSA-wide, but with allowances for local flexibility in the use of each channel or tool being applied
- create a program of key messages that are scripted and cascaded through management, including structured feedback loops
- ensure communication and staff engagement is timely and well managed
- ensure some channels enable the General Manager to communicate directly with all staff in a timely manner.
The strategy, feedback and outcomes will be regularly assessed for improvements, compliance, appropriateness, responses to messages and suggestions for new messages.
Key issues and enhancements in 2005–06
In 2005–06, the key issues communicated to internal staff were:
- ‘Building a Better CSA’: More than 50 road show sessions were held with staff across the country in March and June 2006 to explain the government’s change agenda to staff, outline the expected plans (to date) and progress achieved. One road show was videotaped for staff who were not able to attend
- implementation of CSA’s first change package in April (consisting of CSAonline, the Customer Service Guarantee and receipt number for each customer transaction and changes to the CSA’s computer system, CUBA)
- phase 1 of the CSSR (to be implemented from 1 July 2006)
- CSA’s focus on reducing unplanned leave.
Internal communication tool enhancements introduced in 2005–06 included:
- fortnightly messages to all staff from the General Manager, with supplementary messages from deputy general managers delivered to their respective groups
- video messages
- implementation of a new Attendance Management channel on CSA’s intranet (C3)
- introduction of a staff Q & A channel on C3, mainly dealing with the change program
Resource management
Financial management
CSA’s operating surplus for 2005–06 was $7.7 million, compared with an operating deficit of $1.3 million in 2004–05. The net result was due to an underspend in BBCSA and CSSR funding of $6 million and to a business-as-usual surplus of $1.7 million. The underspend in BBCSA and CSSR can be attributed to a later than expected date of approval for both measures.
Expenses in 2005–06 amounted to $289.0 million1 an increase of 5 per cent over the previous year’s expenditure result of $276.2 million. The increase is related to employee expenses, due to pay rises contained in the Certified Agreement; write-down and impairment of assets, reflecting the write-off of software and other assets previously capitalised, that fell under new Human Services-harmonised thresholds; and an increase in expenditure on suppliers, which partly reflects a ramp-up in activity at June 2006 in relation to BBCSA and the CSSR.
At 30 June 2006, CSA held financial assets of $42.1 million compared with $25.7 million at 30 June 2005. This consisted of cash at bank of $3.6 million, appropriations receivable of $36.5 million, and other receivables of $2.0 million. The increase in financial assets is largely attributable to the achievement of an operating surplus of $7.7 million and working capital provided by increases in suppliers and employee liabilities.
Administered appropriations
The total administered annual appropriation drawn down in 2005–06 was $2.8 million. Of this, $0.7 million related to funding the Newly Separated Unemployed Parent (NSUP) initiative.
The total administered annual appropriation returned to the Official Public Account for 2005–06 was $2.0 million. Administered special appropriations drawn down in 2005–06 totalled $69.2 million. CSA collected and returned $69.3 million in special appropriations for this period. CSA transferred $902.1 million in child support payments in 2005–06, an increase of $74.0 million on the 2004–05 financial year.
Use of consultants and services contractors
The policies and procedures for selecting consultants and approving expenditure to engage them are set out in the DHS Chief Executive Instructions (CEI) and corporate guidelines.
During 2005–06, CSA engaged consultants to provide a range of services, including market research, business modelling and human resource services. CSA entered into 20 new consultancy contracts. This involved total actual expenditure of $1,847,816. In addition, 18 ongoing consultancy contracts were active during 2005–06. They involved total actual expenditure of $3,152,273 as at 30 June 2006.
Larger consultancy contracts (those to the value of $10,000 or more) are detailed in Appendix 4.
Competitive tendering and contracting
CSA adheres to the Australian Government’s policy in seeking value for money in service delivery. Its strategy of sourcing services considers internal and external service providers.
During the 2005–06 reporting period, nine consultancy contracts of a value greater than $10,000 were direct-sourced (that is, CSA directly approached a provider). These nine contracts were direct-sourced on the grounds of value. Of these, only one contract was over the $80,000 threshold specified by the Commonwealth Procurement Guidelines (CPGs). This contract was supported by a statement pursuant to regulation 8(2) of the Financial Management and Accountability Regulations 1977, whereby justification was provided as to why this contract was obtained without conducting a formal tender, consistent with the CPGs. No contracts let during the financial year excluded the Auditor-General from access to the contractor’s premises.
No contracts were exempted from publication in AusTender in 2005–06 by the Secretary of DHS or the CSA General Manager.
The core department, CRS Australia, and CSA went to the market in September 2005 for internal audit services. Ascent was awarded the contract.
Office accommodation
CSA continues to work with other Human Services agencies to realise synergies in co-locating offices, and is gradually disengaging from accommodation facilities shared with the ATO.
During 2005–06, CSA’s office in Parramatta moved to new premises shared with the state headquarters of Medicare Australia. The building houses 360 CSA staff as well as 700 Medicare Australia staff. As part of the move, most staff from CSA’s office in Penrith relocated to the office in Parramatta. A new Regional Service Centre located in the Penrith Centrelink office was established to service customers in the Penrith area. The new Parramatta office was officially opened by the Minister for Human Services in May 2006.
Purchasing
All Human Services agencies, including the core department, now follow DHS Procurement Guidelines which took effect from 1 January 2006. The objectives of these guidelines are to:
- better meet the Minister for Human Services’ requirements for improved efficiencies in procurement processes across agencies
- give agencies greater responsibility and accountability for their purchasing
- move to common purchasing for all purchases over $1 million by actively participating in joint procurements.
The guidelines, which are in addition to the relevant CPGs that apply to purchasing by Human Services, are published on the DHS Internet website and all suppliers and potential suppliers are encouraged to recognise the guidelines in their offers to supply goods and services.
Asset management
No asset valuations were undertaken in 2005–06.
CSA undertook a stocktake of information technology assets and other assets.
Asset capitalisation thresholds have been increased to align with the Human Services thresholds. For internally developed software the capitalisation threshold has been increased from $50,000 to $200,000 and the threshold for leasehold assets has increased from $2,000 to $10,000. These changes have resulted in net asset write-downs of $291,000 in 2005–06.
In 2005–06, CSA’s computer systems were leased from and managed by EDS under contract with ATO, and its telephony infrastructure was leased from and managed under contract with NEC.
Records management
In October 2005, the DHS General Purchasing Synergies Working Group (GPSWG) identified the need to adopt a consistent records management process across Human Services. As a direct consequence of this directive, CSA created the Records Management Network Group. This group now oversees all records management activities in CSA.
As part of the GPSWG, CSA began transferring its record management functions from the ATO to Centrelink, a move that is proving to be efficient and cost-effective. The memorandum of understanding between CSA and the ATO for registry services (via the Tower Registration Information Management (TRIM) system) ceased on 30 June 2006 and a new service provider was required. On 30 June 2006, Centrelink was selected to assist CSA in managing its records.
The project scope for the transition included ‘transition out’ activities from the ATO and CSA private storage providers and ‘transition in’ activities to Centrelink to be able to accept and manage CSA records.
The project management of the transition of CSA records commenced in October 2005 with an anticipated finalisation date of late September 2006. This transition will see 925,000 records registered (on TRIM) compared with the current 14,000, providing greater accountability of CSA records and a far higher retrieval rate.
In 2005–06, CSA began its first National Archives of Australia (NAA) Records Self-Audit Review. The review was started in order to provide a benchmark for the beginning of the process and to provide future direction to achieve best practice in records management.
The Records Management Team—in consultation with CSA state representatives—completed a National Batch Filing Procedural Instruction (PI), a process whereby documents received from customers by CSA staff are filed in batches on a regular basis. Work has also commenced on a National Change of Assessment and Objection PI, anticipated for release in the next financial year.
The Records Management Team has developed a communication strategy and begun staff education. This includes publishing updates and articles on the intranet to advise of the transition process and its progress as well as any changes in records management procedures, development of policy and PIs. All new entry-level programs for new employees include a component on records management. Additional records management education workshops will be delivered nationally in the near future.
Business continuity planning
In 2005–06, work continued to consolidate CSA’s business continuity plan. This plan includes documentation on how to recover information technology and telephony services in the event of a business interruption. Procedures were developed for evacuations, and action cards and check lists to refer to in case of a power outage. In addition, documentation of the CSA framework for business continuity was consolidated and a Tools and Resources booklet was prepared for use by all staff. The aim is to ensure that, if there is a business disruption, staff are aware of all procedures to follow, of actions to take and of their responsibility for business continuity.